Sales Force Management Leadership, Innovation, Technology

ISBN-10: 0415534623
ISBN-13: 9780415534628
Edition: 11th 2013 (Revised)
List price: $57.99
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Description: In this latest edition of Sales Force Management, Mark Johnston and Greg Marshall continue to build on the tradition of excellence established by Churchill, Ford, and Walker, solidifying the book's position globally as the leading textbook in the  More...

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Book details

List price: $57.99
Edition: 11th
Copyright year: 2013
Publisher: Taylor & Francis Group
Publication date: 2/20/2013
Binding: Paperback
Pages: 576
Size: 8.00" wide x 10.00" long x 1.00" tall
Weight: 3.190
Language: English

In this latest edition of Sales Force Management, Mark Johnston and Greg Marshall continue to build on the tradition of excellence established by Churchill, Ford, and Walker, solidifying the book's position globally as the leading textbook in the field. It’s a contemporary classic, fully updated for modern sales management practice.Including the Churchill, Ford, and Walker approach, the new edition also features:A strong focus on leadership, technology, innovation, ethics, and global business New material integrated throughout the book on multifaceted sales communication approaches, leadership, and the relationship between the marketing and sales functions Continued partnership with HR Chally, a global sales consultancy that supplies cutting-edge data for each chapter, allowing students to benefit from understanding and working with real-world applications of current sales force challenges Enhanced learning features, such as short and long cases to stimulate discussion, leadership challenges to assess students’ ability to make decisions, role plays to allow students to learn by doing, and more

Greg W. Marshall is the Charles Harwood Professor of Marketing and Strategy in the Roy E. Crummer Graduate School of Business at Rollins College in Winter Park, Florida. He also serves as Vice President for Strategic Marketing for Rollins College. He earned his Ph.D. in Business Administration from Oklahoma State University, taking a marketing major and management minor, and holds a BSBA in marketing and MBA from the University of Tulsa. Prior to joining Rollins, Greg was on the faculty at the University of South Florida, Texas Christian University, and Oklahoma State University. Prior to returning to school for his doctorate, Greg’s managerial industry experience included thirteen years in consumer packaged goods and retailing with companies such as Warner Lambert, Mennen, and Target Corporation. He also has considerable experience as a consultant and trainer for a variety of organizations in industries such as hospitality, financial services/insurance, defense contracting, consumer products, information technology, government, and not-for-profit. Greg has been heavily involved in teaching Marketing Management at multiple universities to both MBA and undergraduate students and has been the recipient of several teaching awards both within his schools and within the marketing discipline. He is Editor of the Journal of Marketing Theory and Practice and from 2002-05 was Editor of the Journal of Personal Selling & Sales Management. Greg serves on the editorial review boards of the Journal of the Academy of Marketing Science, Industrial Marketing Management, and Journal of Business Research, among others. Greg’s published research focuses on the areas of decision making by marketing managers, intraorganizational relationships, and sales force performance issues. Greg is Past President of the American Marketing Association Academic Division and also was a founder and served for five years on its Strategic Planning Group. He is a Fellow and Past-President of the Society for Marketing Advances, presently serves as President-Elect for the Academy of Marketing Science, and is a member of the board of directors of the Direct Selling Education Foundation.

Introduction to Sales Management in the Twenty-First Century
Formulation of a Sales Program
The Process of Selling and Buying
Linking Strategies and the Sales Role in the Era of Customer Relationship Management
Organizing the Sales Effort
The Strategic Role of Information in Sales Management
Comprehensive Cases for Part One
Implementation of the Sales Program
Salesperson Performance: Behavior, Role Perceptions, and Satisfaction
Salesperson Performance: Motivating the Sales Force
Personal Characteristics and Sales Aptitude: Criteria for Selecting Salespeople
Sales Force Recruitment and Selection
Sales Training: Objectives, Techniques, and Evaluation
Salesperson Compensation and Incentives
Comprehensive Cases for Part Two
Evaluation and Control of the Sales Program
Cost Analysis
Evaluating Salesperson Performance
Comprehensive Cases for Part Three

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